Services · What to build, and in what order?
First decide what changes in how you work. Only then, what to build.
We work out what needs to change in how you work, who the change affects and how you will recognise it. That gives you a goal, a roadmap and decision points. With those, management can go ahead, change direction or stop.
When to start here
- The goal has been agreed, but nobody has written down how you will know it has been reached.
- Several pilots are running, and none is on its way to production.
- A tender is coming up, and you have no view of your own on what to buy and in what parts.
- Many projects are running at once, and their order and dependencies are unresolved.
- Management needs a basis for a decision: continue, change direction or stop.
What a Definition covers
Current state and goal
We map the problem and the change you are aiming for: who does the work today, what the change requires of data and AI, and how you will recognise success. The goal is written in a form that can be measured.
Roadmap
We phase the work so that every phase ends in something that can be assessed. The criteria for the next phase are written before the previous one begins. The platform, data production and applications enter the roadmap in the order in which the operational change needs them.
Owners and decision cadence
We agree with management the go and stop criteria, named owners and a regular decision cadence. In AI projects this includes a model registry. It shows which models are in use and in development, who is responsible for them and what stage they are at.
Procurement requirements
When a tender is coming up, we write the requirements and acceptance criteria: what to buy, in what parts, and what stays under your control. The requirements state what the system must be able to do. They contain no product names.
Where needed
A Definition can include an assessment of what moving from a pilot to production use requires in your case: data, responsibilities, data protection, technical environment, monitoring and maintenance. It can also include an assessment of which systems and suppliers your critical data depends on.
What you keep
Written decisions you can act on, with or without us:
- a description of the current state: who does the work, and with what data
- the intended change in measurable form
- a roadmap with its phases and dependencies
- go and stop criteria for every phase
- named owners and a decision cadence
- procurement requirements and acceptance criteria
The result can also be a reasoned recommendation not to go ahead. In that case we say so, and the invoice is smaller than a failed project.
Who takes part
Specialists in operational change work in the same team as the architects and data engineers. We want them involved from the point when the architecture is being drawn.
Heli IhamäkiPrincipal Consultant, Strategy and Design
Leadership roles in human-centred digital services.
Paula PennanenSenior Consultant
Works out what can realistically be achieved with the customer's data and ties the goal to the real operational need.
Ville HolopainenBusiness Lead
17 years in health and social care: ten years as a paramedic and EMS field supervisor, seven years as a management consultant in digital change.
How to buy this
A Definition is a limited-scope project. Its results are yours, and you can build on them in whatever way you choose.